0. ATTITUDE AND VALUE COURSE CONTENT
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1. INDIVIDUAL PROCESSES – ATTITUDES AND VALUES
Reinforcement: Positive; negative; contingencies of reinforcement; schedules of reinforcement
Behavior and its modification
Transfer of learning through training
INDIVIDUAL PROCESSES – ATTITUDES AND VALUES
Meaning and scope; attitude and behaviour
Work attitude
Belief & trust
Attitudes and values
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2. Attitudes
Cognitive component The opinion or belief segment of an attitude.
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Affective Component The emotional or feeling segment of an attitude.
Behavioral Component An intention to behave in a certain way toward someone or something.
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3. What is Attitude
PREDISPOSITIONS TO RESPOND CONSISTENTLY TO CERTAIN PEOPLE, IDEAS, OR SITUATIONS.
WE HAVE ATTITUDES ABOUT SPECIFIC “THINGS”
ATTITUDES ARE A RELFECTION OF AN INDIVIDUAL’S VALUES AND BELIEF SYSTEM
THE WORLD’S WINDOW INTO THAT INDIVIDUAL
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4. ATTITUDES THREE COMPONENTS
Cognitive component (opinion or belief)
Affective component (emotional feelings)
Behavioral component (intention to behave)
Example: studying negative attitudes towards group
Negative beliefs (cognitive)
Prejudice, negative feelings (affective)
Discrimination, negative actions (behavioral)
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5. The greater the pressure to reduce it
Cognitive Dissonance
1950s Leon Festinger proposed the theory of Cognitive Dissonance
‘Any incompatibility between two ro more attitudes or between behavior and attitude.”
Complete dissonance is unavoidable.
Dissonance influenced by:
Unimportant elements
Choice/ Control over elements
Rewards
The greater the pressure to reduce it
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6. The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
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7. COGNITIVE CONSISTENCY vs DISSONANCE FESTINGER (57)
EXPLAINS THE LINKAGE BETWEEN ATTITUDES AND BEHAVIOR
CONSISTENCY DISSONANCE
When the 3 elements… Are in Harmony Conflict
We feel… At Peace and Content Uncomfortable
Attitude change is… Not Likely Possible
ATTITUDE CHANGE IS MOST LIKELY WHEN THE ELEMENTS ARE IMPORTANT TO YOU, THEY APPEAR TO CONFLICT, YOU HAVE SOME CONTROL OVER THEM, AND THERE AREN’T LARGE REWARDS TO YOU FOR HOLDING THIS ATTITUDE/BEHAVIOR.
YOU CAN:
Change your behavior (stop polluting the river)
Conclude the dissonant behavior isn’t so important after all (I have to make decisions in the best interest of the company, besides it’s within legal limits)
Change your attitude (there isn’t anything wrong with this pollution)
Seek out more consonant elements (the benefits to society of our products outweigh the cost of this minor pollution)
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8. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude
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9. THE ATTITUDE-BEHAVIOR RELATIONSHIP
DOES ATTITUDE  BEHAVIOR?
(Sometimes attitudes don’t seem to predict behavior very well).
DOES THE ATTITUDE REFLECT AN IMPORTANT (FUNDAMENTAL) VALUE?
SPECIFIC ATTITUDES AND SPECIFIC BEHAVIORS ARE STRONGLY LINKED.
“Do you intend to stay/quit in the next six months” is clearly more specific than “…are you satisfied with your work?”
FREQUENTLY REMEMBERED (AND EXPRESSED) ATTITUDES ARE MOST LIKELY TO PREDICT BEHAVIOR. If you talk about it enough, you’ll act on it.
IF YOU’VE HAD DIRECT PERSONAL EXPERIENCE WITH THE SITUATION, YOUR ATTITUDE WILL BE STRONGLY LINKED TO YOUR SUBSEQUENT BEHAVIOR
DISCREPANCIES IN THE ATTITUDE  BEHAVIOR LINK ARE MOST LIKELY WHEN:
THERE ARE STRONG SOCIAL PRESSURES APPLIED EXTERNALLY, AND/OR
THERE ARE LARGE REWARDS FOR “GOING ALONG” WITH THE CROWD.
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10. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.
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11. Self-Perception Theory
Daryl Bern (1972) – we make judgments about ourselves as we make judgments about other people.
Attitudes are used after the fact to make sense out of an action that has already occurred.
Contrary to cognitive dissonance.
People tend to create attitudes after they have behaved in a particular manner.
When attitudes are vague and ambiguous Self-perception theory works.
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12. HOFSTEDE - VALUES ACROSS CULTURES
Power distance
Acceptance of hierarchical differences
Tolerance of autocratic leadership
Individualism / collectivism
PERSONAL ACCOUNTABILITY vs GROUP COOPERATION AND COLLABORATION
To what extent is individual freedom & independence valued?
Uncertainty avoidance
Feeling threatened by ambiguous situations?
Do people want structure, stability, rules & clear performance measures?
Achievement / nurturing (masculinity / femininity)
Assertiveness, competition, the acquisition of money and material goods
Or are relationships, sensitivity and concern for others more important
Long-term / short-term orientation (cofucian dynamism)
Do you look to the future: is persistence, thrift and hard work important? Or is the past, respect for tradition, & fulfilling obligations important?
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13. Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.
Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
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14. Types of Attitudes Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being.
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization.
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15. An Application: Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
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16. Sample Attitude Survey
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17. Attitudes and Workforce Diversity
Training activities that can reshape employee attitudes concerning diversity:
Participating in diversity training that provides for self-evaluation and group discussions.
Volunteer work in community and social serve centers with individuals of diverse backgrounds.
Exploring print and visual media that recount and portray diversity issues.
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18. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work
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19. How Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.
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20. Responses to Job Dissatisfaction
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
E X H I B I T 3–5
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21. The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers aren’t necessarily more productive.
Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.
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22. Job Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB)
Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.
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23. Job Satisfaction and Customer Satisfaction
Satisfied employees increase customer satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover which helps build long-term customer relationships.
They are experienced.
Dissatisfied customers increase employee job dissatisfaction.
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24. VALUE SYSTEM Given below is a list of values, you are required to rank
them on a scale of 1-5 where 1 is the most important and
5 is the lowest important value as appear to you.
Punctuality
Self respect
Honesty
Cleanliness
Love
Assertiveness
Freedom
Happiness
Equality
_____________________
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25. VALUES - PREFERENCES THAT ENDURE
Judgmental element
Content (important or not) and intensity attribute (how important it is)
BASIC CONVICTIONS ABOUT WHAT CONDUCT OR END-STATE IS “GOOD” OR RIGHT FOR YOU. (JUDGMENTAL)
VALUES ARE RELATIVELY STABLE AND ENDURING
WE CREATE A HIERARCHY OF VALUES, BASED ON THEIR IMPORTANCE TO US.
HIGHLY INTENSE VALUES MAKE UP THE CORE OF OUR VALUE SUSTEM
VALUES GENERALLY INFLUENCE ATTITUDES AND BEHAVIOR
CONTENT
What exactly is the mode of conduct or end-state being judged?
INTENSITY
How important is this value? Values can be ranked in importance to create a value hierarchy.
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26. ALLPORT’S SIX VALUE CATEGORIES
THEORETICAL
INTEREST IN THE DISCOVERY OF TRUTH THROUGH REASONING & SYSTEMATIC THINKING
ECONOMIC
INTEREST IN THE ACCUMULATION AND USE OF WEALTH
AESTHETIC
INTEREST IN BEAUTY, FORM, AND ARTISTIC HARMONY
SOCIAL
INTEREST IN PEOPLE, LOVE AND HUMAN RELATIONSHIPS
POLITICAL
INTEREST IN POWER AND INFLUENCING OTHER PEOPLE
RELIGIOUS
INTEREST IN UNITY, SPIRITUALITY, AND IN UNDERSTANDING THE COSMOS AS A WHOLE
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27. VALUE VALUE SYSTEM Basic conviction that a specific mode of conduct or
end-state of existence is personally or socially
preferable to an opposite or converse
mode of conduct or end-state of existence
VALUE SYSTEM
A HIERARCHY BASED ON A RANKING OF AN INDIVIDUAL’S VALUE IN TERMS OF THEIR INTENSITY
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28. DO VALUES CHANGE??? “NO”…They are relatively permanent
They are formed in our earlier years of life
Black n white…… what about grey????
VALUES INFLUENCE OUR ATTITUDES AND BEHAVIORS
DIFFERENCE IN VALUE SYSTEM DETERMINES DIFFERENCES IN ATTITUDES AND BEHAVIOR
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29. Types of values Milton Rokeach Value Survey
Terminal values: desirable states of existence; the goals which a person would like to achieve in his life.
Instrumental values: preferable modes of behavior or means of achieving one’s terminal values.
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30. Rokeach Value Survey Terminal A comfortable life An exciting life
A sense of accomplishment
A world at peace
A world of beauty
Equality
Family security
Freedom
Happiness
Inner harmony
Love
Instrumental
Ambitious
Broad minded
Capable
Cheerful
Clean
Courageous
Forgiving
Helpful
Honest
Imaginative
Independent
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31. VALUE CONFLICT THREE TYPES
Intrapersonal – Experienced when highly ranked instrumental or terminal value pull the individual in different direction. Honesty can be pushed aside by ambitious an obedient in hard driving mgr
Interpersonal – When a person encounters difficulties in interpersonal relation ie. Parent, boss, employee
Individual – org conflict – Conflict that arises when individual employees find themselves at odds with their employing org value system.
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32. What would be your immediate reaction to this situation?
Case study
Suppose you work in an advertising agency as a client service manager. You are young, energetic, willing to learn and have a success story of 2 years working with the agency. You are handling major clients and enjoy good reputation within and outside the organization. One of your clients has even offered you a job. But you have declined and are really happy and satisfied. You report directly to the CEO. One day you found out that the agency hired a new experienced marketer now you will be reporting to him. This has caused you a substantial mental and emotional set back.
Questions:
What would be your immediate reaction to this situation?
Keeping the dissatisfaction model in view, what would be your strategy?
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